Gregory Williams presents consulting solutions for banks to improve efficiency, enhance customer experience or optimise outsourced services

1. Gregory Williams
Board level Consultancy
case studies

2. People and Change

3. People and Change
Nationwide Building Society’s SAP Transformation project was in complete disarray.
Every sub project was red flagged with multiple critical failures - program was due to be
terminated with legal action pending.

4. People and Change
Nationwide Building Society’s SAP Transformation project was in complete disarray.
Every sub project was red flagged with multiple critical failures - program was due to be
terminated with legal action pending.

5. People and Change
Nationwide Building Society’s SAP Transformation project was in complete disarray.
Every sub project was red flagged with multiple critical failures - program was due to be
terminated with legal action pending.
My priorities were to establish a PMO with a clear mission & objectives, meet all the stake-
holders and evaluate their perceptions and expectations. Through creating a 10, 30, 60, 90 day
plan for all senior management followed up with a comprehensive communication campaign, we
achieved in getting this strategic program back on track and on budget.

6. People and Change
Nationwide Building Society’s SAP Transformation project was in complete disarray.
Every sub project was red flagged with multiple critical failures - program was due to be
terminated with legal action pending.
My priorities were to establish a PMO with a clear mission & objectives, meet all the stake-
holders and evaluate their perceptions and expectations. Through creating a 10, 30, 60, 90 day
plan for all senior management followed up with a comprehensive communication campaign, we
achieved in getting this strategic program back on track and on budget.
Through hands-on leadership of: evaluation of priorities to define the re-scoping, I achieved the
refocusing of the program to deliver most important aspects underpinning the business case.
With the benefit of unambiguous guidance the teams reshaped the program in the first 10 days,
by 15 days the teams had reduced 90% red flags to amber through a re-evaluated critical path
analysis. In my first month of leadership and insight the teams had eliminated all red flags on
critical path, saving the client, my company and the contract.

7. Shared Service and Outsourcing

8. Shared Service and Outsourcing
Aviva needed to normalise and optimise its outsourced operations.
I defined the objective of the study to derive maximised benefit from existing contracts and
find new outsourcing opportunities in the business.

9. Shared Service and Outsourcing
Aviva needed to normalise and optimise its outsourced operations.
I defined the objective of the study to derive maximised benefit from existing contracts and
find new outsourcing opportunities in the business.
Under my leadership we established specific studies to: identify new processes which had
the potential to be outsource, look at existing supplier SLA’s and normalise to a standard
Supplier Relationship Model (SRM) to perform an outsourcing supplier ratings.

10. Shared Service and Outsourcing
Aviva needed to normalise and optimise its outsourced operations.
I defined the objective of the study to derive maximised benefit from existing contracts and
find new outsourcing opportunities in the business.
Under my leadership we established specific studies to: identify new processes which had
the potential to be outsource, look at existing supplier SLA’s and normalise to a standard
Supplier Relationship Model (SRM) to perform an outsourcing supplier ratings.
I resourced teams and lead them to deliver methodology customisation, requirements
definition, contract definition of intellectual property ownership, performance criteria and
non-performance implications, SLA metrics and PMO governance project phases.
We completed the evaluation of all of Aviva’s outsourcing partners and through contract and
delivery optimisation we are now saving them 16% per annum.
We identified £ 7 mil in further high saving low impact outsourcing processes and
established an ongoing contract to evaluate other areas of Aviva’s business.

11. Business and ICT Alignment

12. Business and ICT Alignment
HBoS needed to redefine business banking post merger taking the best attributes from
both companies processes and systems and create a new business banking proposition in
the UK market.

13. Business and ICT Alignment
HBoS needed to redefine business banking post merger taking the best attributes from
both companies processes and systems and create a new business banking proposition in
the UK market.

14. Business and ICT Alignment
HBoS needed to redefine business banking post merger taking the best attributes from
both companies processes and systems and create a new business banking proposition in
the UK market.
A best of breed hybrid was defined from the original business processes and the combined
ICT functional landscape. The results of a functional evaluation identified Siebel as having the
functional roadmap to deliver the organisational optimisation and alignment required.

15. Business and ICT Alignment
HBoS needed to redefine business banking post merger taking the best attributes from
both companies processes and systems and create a new business banking proposition in
the UK market.
A best of breed hybrid was defined from the original business processes and the combined
ICT functional landscape. The results of a functional evaluation identified Siebel as having the
functional roadmap to deliver the organisational optimisation and alignment required.
I defined the initial scope, constraints and objectives in a Program Initialisation Document
(PID). I managed a team of six to deliver a new business banking model to HBoS.
The project was delivered above specification in 12 weeks.
This then grew into an IT implementation opportunity which under my leadership was
completed in 11 months by a team of 32.

16. Gregory Williams
If your organisation requires the best in :
People Cultural and Change management
ICT Optimisation and Alignment
Improved return on outsourcing contracts
Post Merger process and system optimisation
Value realisation on SAP implementations
Critical Path management of SAP Implementation Projects

17. Gregory Williams
If your organisation requires the best in :
People Cultural and Change management
ICT Optimisation and Alignment
Improved return on outsourcing contracts
Post Merger process and system optimisation
Value realisation on SAP implementations
Critical Path management of SAP Implementation Projects
phone: 44 (0) 752 520 4026 e-mail: gregw6@mac.com